Federal Leaders Shift Workforce Strategies to Support AI Integration

Federal agencies must prepare for a “fundamental change” in leadership: managing an integrated human and machine workforce, NASA’s Senior Advisor for Innovation and Strategy Change Sarah Moffat said at a workforce modernization event last week.

“We need to learn how to lead an AI-augmented workforce because it will change performance management and how leaders motivate their teams,” said Moffat. “You need to teach your teams to manage their resources, and generative AI is a resource.”

Moffat described AI as “infinite interns” and said employees must learn how to delegate tasks effectively as AI tools become embedded across daily workflows. Some roles and skill sets will phase out as agencies continue to leverage the tech, she added, making transparency critical. Leaders must clearly communicate why certain positions are changing while helping employees align their skills with emerging roles.

“That’s going to be a gigantic undertaking for the workforce, and that has a lot to do with change management, preparing the workforce, being transparent and providing our workforce the flexibility to think about their careers,” said Moffat. “Preparing them and getting them ready for that is, I think, a very strategic initiative that agencies should be thinking about.”

She added that agencies should take inventory of current roles and skills, then map future workforce needs over the next three to six years to guide upskilling, reskilling and cross-skilling efforts.

“Agencies need to be doing this with their whole workforce,” she said.

The Transportation Department is taking a similar approach as it adapts to new technologies and workforce demands. Kevin Sanchez-Cherry, cyber policy, training and workforce manager at the agency, said clear communication has been essential as DOT transitions from Microsoft to Google platforms under its OneGov agreement. He added that transition will impact next year’s annual cyber training because skillsets across the workforce will change.

“I don’t want the workforce to stress and think ‘I got to learn all of this stuff new. How am I going to do that?’ My team is there to help provide the resources … with as little hassle as possible,” said Sanchez-Cherry.

DOT is also consolidating job functions and updating position descriptions to better align roles with mission needs. Sanchez-Cherry said his team is working to ensure tech positions align with the Office of Personnel Management’s new cyber workforce codes and follow the National Initiative for Cybersecurity Education Workforce Framework.

To support that effort, the agency is developing a tool that allows employees to view career information, including roles, supervisors, job titles and cyber codes. The goal is to give employees greater visibility into career paths and training opportunities.

“You don’t want to pigeon hole people in their career path,” said Sanchez-Cherry “This tool could help managers talk with their employees about an [individualized education plan], show them a career path and the options available to identify training to help get from point A to point B in your career.”

Sanchez-Cherry added that leadership and employees need to be aligned when communicating to create a more resilient workforce. He said flexibility is a key factor as agencies experience changes in leadership and try new solutions.

“There does need to be that different mindset. From both sides, individual and leadership. That’s how you get the flexible and adaptable, resilient work culture,” said Sanchez-Cherry.